BSB 115 – Management Lecture Notes
T ABLE OF C ONTENTS
1 Topic 1 – The Employment Relationship ... 4
1.1 Management Functions – Fayol ... 4
1.2 Frames of Reference ... 4
1.3 Productivity ... 5 2 Topic 2 – Historical Perspectives of Management ... Error! Bookmark not defined.
2.1 The Eras of Management ... Error! Bookmark not defined.
2.2 Factors that encourage management research and practice: ... Error! Bookmark not defined.
3 Topic 3 – What do Managers do? ... Error! Bookmark not defined.
3.1 What do managers do? ... Error! Bookmark not defined.
3.2 The Role of Assumptions ... Error! Bookmark not defined.
4 Topic 4 – Decision Making ... Error! Bookmark not defined.
4.1 Types of Decisions: ... Error! Bookmark not defined.
4.2 Different Decision Making Approaches ... Error! Bookmark not defined.
4.3 Different Decision Making Processes ... Error! Bookmark not defined.
4.4 Cognition and Behaviours Affecting Decision Making ... Error! Bookmark not defined.
4.5 Knowledge, Information, and Power ... Error! Bookmark not defined.
5 Topic 5 – Ethics and Social Responsibility ... Error! Bookmark not defined.
5.1 Ethical Perspectives ... Error! Bookmark not defined.
5.2 Ethical Climate ... Error! Bookmark not defined.
6 Topic 6 – Planning ... Error! Bookmark not defined.
6.1 Overview of Planning ... Error! Bookmark not defined.
6.2 Different Types of Plans ... Error! Bookmark not defined.
6.3 Goals, Plans, and Performance ... Error! Bookmark not defined.
6.4 The Basics of Planning and Goal Setting ... Error! Bookmark not defined.
6.5 Techniques and Processes of Planning ... Error! Bookmark not defined.
7 Topic 7 – Organising ... Error! Bookmark not defined.
7.1 What is organising? ... Error! Bookmark not defined.
7.2 Theoretical perspectives ... Error! Bookmark not defined.
7.3 Organising within firms ... Error! Bookmark not defined.
7.4 Different types of organising ... Error! Bookmark not defined.
7.5 Implications for managers ... Error! Bookmark not defined.
8 Topic 8 – Leading ... Error! Bookmark not defined.
8.1 What is leading? ... Error! Bookmark not defined.
8.2 Types of leaders: ... Error! Bookmark not defined.
8.3 Different leadership styles: ... Error! Bookmark not defined.
8.4 Persuasion: ... Error! Bookmark not defined.
9 Topic 9 – Controlling ... Error! Bookmark not defined.
9.1 Defining Control ... Error! Bookmark not defined.
9.2 Why is control necessary? ... Error! Bookmark not defined.
9.3 Control: Levels, types, and forms... Error! Bookmark not defined.
9.4 Control: Hierarchal and Decentralised ... Error! Bookmark not defined.
9.5 Control and commitment... Error! Bookmark not defined.
10 Notes for the final Assignment ... Error! Bookmark not defined.
1 T OPIC 1 – T HE E MPLOYMENT R ELATIONSHIP
1.1 M
ANAGEMENTF
UNCTIONS– F
AYOLHenri Fayol researched the many different management functions that should be followed to ensure you become a successful manger.
Planning
Planning was defined by Fayol as understanding each of the organisations’ goals, creating a strategy to meet each goal, and coordinating plans to meet each strategy.
Organising
Organising was defined by Fayol as understanding what needs to be done, who needs to do what, how tasks need to be grouped, and who reports who whom.
Leading
Leading was defined by Fayol as directing those under the managers’ area of influence.
Controlling
Controlling was defined by Fayol as monitoring the performance of the plans, ensuring they meet the specified criteria, and adjust goals and criteria to ensure performance meets an acceptable level.
1.2 F
RAMES OFR
EFERENCEThere are three different frames of reference. These are:
Unitarist: Consensus agreements
o Interests: Focuses of the achievement of teams or groups as a whole. Strives toward achievement of teams, rather than individual.
o Conflict: Regards conflict as rare, transient, and mendable with proper managerial action.
o Power: Ignores the levels of power between roles. Managers work closely with lower ranking employees to achieve common objectives.
Pluralist: Accommodating diversity
o Interests: Emphasis on the diversity of people, focuses on individual goals and how they work for the organisation loosely.
o Conflict: Does not ignore conflict, accepts it is inevitable, but recognises the constructive or positive parts of conflict.
o Power: Uses power of roles extensively, specifically for solving diversity conflict that arises.
Radical: Antagonistic and contradictory
o Interests: Places focus on difference on views, accepting that conflict is unavoidable.
o Conflict: Places focus on conflict being unavoidable, and stating that it can change the whole organisational structure.
o Power: Focuses on rigid class-power structures that are deeply entrenched in societal and organisational culture.
These all fall under the role of culture, in terms of organisational culture and the culture of the country.
1.3 P
RODUCTIVITYTypically, the more complex the structure of an organisation gets, the less productive employees become.
The hard approach of business includes: Systems, data, KPI's, organisational structure
The soft approach of business includes: Interpersonal relationships, friendships, roles, cooperation These two systems work together to create an organised systemic structure that works for, and works with employees.
The simple rules for smart simplicity are as follows: